Document Details

Document Type:   Dissertation
Title:   The Relationship Between Leadership Styles and Organizational Culture Within Schools of Nursing
Author:   Debra K. Mullins
College:   Education & Human Services
Degree Program:   Educational Leadership, Ed.D.
Degree:   Doctor of Education
Committee Director:   Powell Toth
Document Availability:   Document available for World-Wide access.
Date of Defense:   11/13/2007

The purpose of this study was to investigate the relationship between leadership styles and organizational culture within schools of nursing. A non-probability convenience sample (N=149) of subjects was obtained from BSN schools of nursing within the Southern Regional Education Board geographical area. Three data collection tools were utilized including a demographic questionnaire; the Multi-factor Leadership Questionnaire (Bass & Avolio) which measures transformational, transactional, and laissez-faire leadership styles; and the Organizational Culture Assessment Inventory (Cameron & Quinn) which measures four culture types including clan, market, adhocracy and hierarchy cultures. A descriptive – correlational design was used. Inferential statistics utilized included multiple regressions using analysis of variance and Pearson’s correlations. Significant relationships were evidenced as follows: the main research questions demonstrated that there were statistically significant relationships between the three leadership styles (transformational, transactional, and laissez-faire) and school organizational culture. With each regression analysis, based on the significance of the beta coefficient parameter estimate, the results showed that measures for transformational leadership had a predictive value for Clan, Adhocracy, and Market Cultures. Transactional leadership was found to have significantly predictive value for Adhocracy and Hierarchy cultures. Laissez-faire leadership was found to have significantly predictive value for the Adhocracy and Market Cultures. 

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